UK bosses prioritise workplace diversity, but it's still more rhetoric than reality

Citation

(2001), "UK bosses prioritise workplace diversity, but it's still more rhetoric than reality", Industrial and Commercial Training, Vol. 33 No. 3. https://doi.org/10.1108/ict.2001.03733cab.003

UK bosses prioritise workplace diversity, but it's still more rhetoric than reality

UK bosses prioritise workplace diversity, but it's still more rhetoric than reality

Keywords: Diversity, Equal opportunities, Employee relations, United Kingdom

A survey released by The Industrial Society has found that UK bosses will be making diversity and equal opportunities issues a high priority over the next couple of years. But, despite their good intentions, the survey also found that less than half (45 per cent) of the responding organisations have strategies in place for achieving this.

Two out of three (67 per cent) of respondents to The Industrial Society survey on diversity and equal opportunities say that diversity is currently a high priority, and 77 per cent expect it to become even more important to their organisations over the next couple of years. Almost half (45 per cent) of respondents say that diversity has been either of high or of very high priority over the last two to three years.

Monitoring of potential discrimination is most likely to take place at recruitment, followed by promotion and then at exit stage. Worryingly, participation in training is least likely to be monitored for discrimination issues.

Corporate emphasis on diversity has not prevented employee dissatisfaction with workplace equal opportunities – 41 per cent of responding organisations have been involved in industrial tribunal cases regarding diversity/equality issues. Respondents say that the main barriers to diversity in their organisations are organisational culture (46 per cent), the attitudes of line managers (42 per cent) and business pressures on line managers (41 per cent). Attitudes of senior managers are also cited as a significant obstacle by one in three respondents.

Respondents also report fairly limited levels of knowledge about company diversity policies among employees. Forty-six per cent say that senior managers have a working knowledge of their company's equal opportunities policy. Only 18 per cent think that their senior managers have extensive knowledge.

Middle managers seem to be slightly better informed – 53 per cent say that middle managers have a working knowledge of the organisation's equal opportunities policy. One in five (20 per cent) says that employees have a working knowledge, while only 2 per cent believe employees have extensive knowledge.

Angela Ishmael, The Industrial Society's specialist in the area, says that the commitment to diversity needs to start from the top. "Our research shows that companies are making diversity an increasing priority, but our findings also reveal that the rhetoric has yet to translate into reality. Good intentions are simply not matched by sustained commitment in practice.

"Valuing diversity in the workplace is about providing an environment that promotes good working relationships and values difference. It's about adopting best practice management styles and needs to start with an organisation's leader if it is to succeed."

Managing Best Practice is The Industrial Society's monthly report on achieving excellence in key areas of managing people. Copies of Managing Best Practice No. 78, Valuing Diversity, are available from The Industrial Society on 0870 400 1000, price £60.00 plus postage and packing. An annual subscription to the Managing Best Practice series costs £450.00 and covers 12 issues.